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GLOBAL PATH TO HERD IMMUNITY
OliverWyman · 2021 · market_landscape
GLOBAL PATH TO HERD IMMUNITY
67-75% — Population immunity percentage
 US OUTLOOK: CASES AROUND THE COUNTRY ARE TRENDING LOWER, CONTINUING THEIR DECLINE OR BEGINNING TO LEVEL OFF
OliverWyman · 2021 · industry_trends
US OUTLOOK: CASES AROUND THE COUNTRY ARE TRENDING LOWER, CONTINUING THEIR DECLINE OR BEGINNING TO LEVEL OFF
 THE US VACCINATION CAMPAIGN HAS ACCELERATED RAPIDLY AND IS AIMING TO REACH 70% OF AMERICANS WITH AT LEAST ONE SHOT BY THE 4TH OF JULY
OliverWyman · 2021 · industry_trends
THE US VACCINATION CAMPAIGN HAS ACCELERATED RAPIDLY AND IS AIMING TO REACH 70% OF AMERICANS WITH AT LEAST ONE SHOT BY THE 4TH OF JULY
70% — Vaccination rate
 THE PACE OF VACCINATION LOOKS DRAMATICALLY DIFFERENT ACROSS THE U.S.
OliverWyman · 2021 · market_landscape
THE PACE OF VACCINATION LOOKS DRAMATICALLY DIFFERENT ACROSS THE U.S.
 US: REVISED ASSUMPTIONS IMPROVE AVERAGE PHIT TIMING FOR THE US
OliverWyman · 2021 · scenario_analysis
US: REVISED ASSUMPTIONS IMPROVE AVERAGE PHIT TIMING FOR THE US
71% — Herd Immunity Threshold
 US: PATH TO HERD IMMUNITY THRESHOLD
OliverWyman · 2021 · market_landscape
US: PATH TO HERD IMMUNITY THRESHOLD
67%-75% — Percentage of population with effective immunity
 OLIVER WYMAN'S PANDEMIC NAVIGATOR IS A SUITE OF MODELS THAT HAS BEEN HELPING BUSINESS & POLICY LEADERS MAKE DECISIONS DURING THE CRISIS
OliverWyman · 2021 · other
OLIVER WYMAN'S PANDEMIC NAVIGATOR IS A SUITE OF MODELS THAT HAS BEEN HELPING BUSINESS & POLICY LEADERS MAKE DECISIONS DURING THE CRISIS
 ADVANCES IN TESTING TECHNOLOGY HAVE GIVEN RISE TO AT-HOME ALTERNATIVES TO IN-PERSON TESTING
OliverWyman · 2021 · comparison_table
ADVANCES IN TESTING TECHNOLOGY HAVE GIVEN RISE TO AT-HOME ALTERNATIVES TO IN-PERSON TESTING
$30 — Cost
 VACCINATION POLICY VARIES ACROSS INDUSTRY AND CLASSIFICATION OF EMPLOYEES
OliverWyman · 2021 · comparison_table
VACCINATION POLICY VARIES ACROSS INDUSTRY AND CLASSIFICATION OF EMPLOYEES
 READ OUR LATEST INSIGHTS ABOUT COVID-19 AND ITS GLOBAL IMPACT ONLINE
OliverWyman · 2021 · closing_ask
READ OUR LATEST INSIGHTS ABOUT COVID-19 AND ITS GLOBAL IMPACT ONLINE
 Crisis Preparedness as the next competitive advantage: Learning from 4,500 crises
PwC · 2019 · cover
Crisis Preparedness as the next competitive advantage: Learning from 4,500 crises
 We talked with 2,000 companies about their worst crises — so you don't have to
PwC · 2019 · context
We talked with 2,000 companies about their worst crises — so you don't have to
2,084 — respondents
 Crisis Preparedness as the next competitive advantage: Learning from 4,500 crises
PwC · 2019 · agenda
Crisis Preparedness as the next competitive advantage: Learning from 4,500 crises
 Five takeaways from the most comprehensive repository of corporate crisis data ever assembled
PwC · 2019 · section_divider
Five takeaways from the most comprehensive repository of corporate crisis data ever assembled
 It's not if. It's when: No one is immune.
PwC · 2019 · problem_statement
It's not if. It's when: No one is immune.
69% — Crisis experience rate
 The diversity of crises keeps companies guessing
PwC · 2019 · industry_trends
The diversity of crises keeps companies guessing
53% — Crisis prevalence
 The most disruptive crises aren't necessarily the most newsworthy
PwC · 2019 · industry_trends
The most disruptive crises aren't necessarily the most newsworthy
38% — Percentage of respondents
 Who’s responsible for crisis management? Everyone — and no one
PwC · 2019 · diagnosis
Who’s responsible for crisis management? Everyone — and no one
42% — Level of involvement
 Companies that emerge stronger from crisis do specific things
PwC · 2019 · key_takeaways
Companies that emerge stronger from crisis do specific things
42% — Post-crisis organizational status
 The chain reaction of crisis
PwC · 2019 · section_divider
The chain reaction of crisis
 Crises hit without discrimination — penetrating every layer of the organisation, and affecting both internal and external stakeholders in unique ways.
PwC · 2019 · context
Crises hit without discrimination — penetrating every layer of the organisation, and affecting both internal and external stakeholders in unique ways.
 Can crisis be good for you?
PwC · 2019 · section_divider
Can crisis be good for you?
 Some companies emerge stronger — and even experience revenue growth — after a crisis, while others falter. What’s the secret sauce?
PwC · 2019 · diagnosis
Some companies emerge stronger — and even experience revenue growth — after a crisis, while others falter. What’s the secret sauce?
41% — Vulnerability vs Confidence
 When can crisis be good for you?
PwC · 2019 · key_takeaways
When can crisis be good for you?
 Crisis presents not only as a threat, but also an opportunity
PwC · 2019 · key_takeaways
Crisis presents not only as a threat, but also an opportunity
73% — Agreement on establishing facts accurately
 The new reality of crisis — and crisis management
PwC · 2019 · section_divider
The new reality of crisis — and crisis management
 What do crisis experiences from the recent past tell us about the future of crisis? We talked to 1,400 of your peers who’ve been through it — so you don’t have to.
PwC · 2019 · key_takeaways
What do crisis experiences from the recent past tell us about the future of crisis? We talked to 1,400 of your peers who’ve been through it — so you don’t have to.
 Defense disrupted: New players, new pressures, new possibilities
Accenture · 2025 · cover
Defense disrupted: New players, new pressures, new possibilities
 New threats create new priorities
Accenture · 2025 · industry_trends
New threats create new priorities
 Responding to an evolving battlefield
Accenture · 2025 · market_landscape
Responding to an evolving battlefield
89% — Executives reporting moderate to significant changes in defense requirements
 From steel to silicon: The new arsenal of defense
Accenture · 2025 · section_divider
From steel to silicon: The new arsenal of defense
 Silicon-powered technologies are redefining defense
Accenture · 2025 · industry_trends
Silicon-powered technologies are redefining defense
54% — Executives citing AI as a top silicon-driven technology reshaping defense
 The adaptation gap: Why both incumbents and startups are struggling
Accenture · 2025 · section_divider
The adaptation gap: Why both incumbents and startups are struggling
 Neither established defense suppliers nor the new market entrants are adapting fast enough to changing needs and markets.
Accenture · 2025 · diagnosis
Neither established defense suppliers nor the new market entrants are adapting fast enough to changing needs and markets.
 Incumbents under strain: When strength becomes inertia
Accenture · 2025 · diagnosis
Incumbents under strain: When strength becomes inertia
50% — % respondents rating barrier as a top three barrier
 New entrants: Fast, focused—and facing headwinds
Accenture · 2025 · market_landscape
New entrants: Fast, focused—and facing headwinds
58% — % respondents rating each strength as a top three strength
 Strategic friction: How incumbents maintain the advantage
Accenture · 2025 · competitive_analysis
Strategic friction: How incumbents maintain the advantage
65% — % respondents rating strength as top three
 Partnerships: A lifeline in a fragmenting world
Accenture · 2025 · context
Partnerships: A lifeline in a fragmenting world
49% — Defense executives ranking partnerships as a top strategy
 Figure 7: Defense companies focus on gains from collaboration.
Accenture · 2025 · heatmap_matrix
Figure 7: Defense companies focus on gains from collaboration.
 Building better alliances: How to collaborate at speed and scale
Accenture · 2025 · recommendation
Building better alliances: How to collaborate at speed and scale
 Where incumbents must double down
Accenture · 2025 · recommendation
Where incumbents must double down
more than half — share of major defense-company acquisitions since 2022 focused on AI, cyber defense and M2M
 Forging the future of defense
Accenture · 2025 · other
Forging the future of defense
 Perils of perception
IPSOS · 2024 · transition
Perils of perception
 Perils of perception
IPSOS · 2024 · context
Perils of perception
 Mental health for women and men over time
IPSOS · 2024 · industry_trends
Mental health for women and men over time
51% — Percentage of respondents identifying mental health as a top problem
 Overall, which of the following, if any, do you see as the biggest problems facing the healthcare system in your country? Lack of choice
IPSOS · 2024 · data_table
Overall, which of the following, if any, do you see as the biggest problems facing the healthcare system in your country? Lack of choice
23% — Percentage of respondents identifying lack of choice as a problem
 Overall, which of the following, if any, do you see as the biggest problems facing the healthcare system in your country? Lack of investment
IPSOS · 2024 · peer_benchmark
Overall, which of the following, if any, do you see as the biggest problems facing the healthcare system in your country? Lack of investment
43% — Percentage of respondents identifying lack of investment as a top problem
 Lack of investment in preventative health
IPSOS · 2024 · peer_benchmark
Lack of investment in preventative health
42% — Percentage of respondents identifying lack of investment as a problem
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